#exit

2,512 Days and now I am FREE!!!!

Dear people who have left or are in the process of leaving adidas,
Which trading platform in Germany did you manage to transfer your adidas shares to from the Equate+ platform? Does it need to be a platform or bank with a registered address in Germany? Also, any experience on lead-times? It seems like the transfer process is a hassle... anyone with good, or fast experiences? Thank you in advance.

Hey, I see a lot of posts about 12/20, which is what my AD advised, but paperwork says 12/19. It is not clear if I will receive STI or Stock Together. Can anyone advise in this scenario?

The primary method of problem resolution here is time-based: solve every issue with excessive hours and involvement, only to face the identical issue again soon after. The organization values quantity of labor over quality of insight.

Authority and recognition seem heavily weighted toward those who endure the longest hours in this specific, insular environment. The standard expectation of 60+ hours feels like a metric for compliance rather than genuine innovation.

Many core functions rely on deeply entrenched internal processes that are often inefficient or could be replaced by widely accepted industry standards. There is a clear pattern of confusing labor with effective problem-solving—the actual value of a top engineer is in recognizing patterns and defining the correct challenge.

This model rewards effort over efficiency.

The skills fostered here appear to be highly specialized to this internal ecosystem, and those relying solely on them would struggle to compete in the broader tech industry.

The environment fosters a kind of emptiness—a focus solely on the job to the exclusion of personal life or intellectual development. Pattern recognition and proactive problem avoidance are disincentivized.

Those with external options should prioritize a strategic exit immediately.

The first sentence on the above doc says: You are advised to consult with your attorney before signing your Severance Agreement and Release ("Release") ...... etc.

Is that really necessary? And, anyone done that in the past and if so why? If you are inclined to share and Tx.

Developing a checklist of what to do pretty quick. Remember if you have Electronic Distribution set for W2 and 1095-C, you need to go to payroll site and select TAX FORMS and then opt (radio button at bottom of page) to Revoke Electronic Distribution of EACH Form.

Happy exiting. I am still sick and mad at my riff but trying to adjust.

How can you access your pay stubs once you’ve left Wells Fargo ?

I’m a goner after 11 yrs (probably)! Nice knowing yall.

Been here over a decade. TPD band 6. Last day 12/19.

Got the webex from my boss's boss. I'm out. Last Day 12/20 on payroll. Severance portal opens at 1pm.

Corporate Finance Ops. I'm 53. 9 years with company. 3 years as contractor before that. Band 7.

VBG, SD and AD called.

Got meeting invite from SD, but our whole team is on it. SD informed us 2days ago he is moving to another org. So our whole team may be getting let go, except for him of course.

If you are let go, can you login?

Vice-owned Pulse Films, the storied transatlantic production company behind Gangs of London, American Honey and The Disappearance of Madeleine McCann, is exiting the high-end TV and film game after 20 years.

https://deadline.com/2025/11/vice-layoffs-london-pulse-films-shuts-tv-film-division-1236619967/

Country specific as each European countries have different layoff laws.
A lot of field sales will go.
Accounts will be managed centrally in a lot of cases. Enterprise contracts won’t be renewed as they come up on term.
This is what happens when you run a company into the ground.
The international VBG backbone network will massively shrink in size, countries will be exited..
the on again off again BT global JV or merger seems to at least being discussed again.. And or rumours of VBG enterprise going to HCL.. that I doubt though as when MNS went to HCL they let HCL RIF everyone who transitioned over.
Can count on 1 hand the amount of large clients left… cost base is approx double actual revenue has been like this for a decade and year on year getting worse.
Basically looking at a VBG exit strategy internationally.. This is what Dan meant in Q3 analyst call - we have parts of the business that are costing us Billions in margin.

Everyone leaving all of a sudden? What is happening? Is Intel gonna be sold off?

David Kim and team will be leaving to go work for Peter Adderton, the former owner of Boost Mobile. Dan is selling and exit under-performing businesses. I think we can all agree that Verizon Value is not valuable.

http://techrights.org/n/2025/11/11/IBM_Exits_Continue_This_Week.shtml

just left my meeting. it's done.

this is the day you wanted to end your relationship with Dell...

http://techrights.org/n/2025/11/04/Many_People_Have_Said_That_They_Leave_IBM_in_Recent_Days_Ahead_.shtml

Many Providers, Specialists, and Hospitals are exiting being part of Humana’s network and in some cases are outright refusing to accept Medicare Advantage Plans.

This is because they see how difficult Humana, and MA in general, are to work with. Especially in regards to delaying and denying claims and the slowness for which Humana and other MA private companies pay their bills.

The crumbling of the MA infrastructure has already begun. Maybe the mighty companies are not too big to fail…

How does optum pay out per diem weekly salary for time after the last day in office to separation date. Do they calculate an average?

They are coming in.
We will train them.
We will take the package.
We will leave.
They will stay.

As we get closer to showtime, what are some smart things to do if your name ends up getting called?

This can be tax stuff, general networking, etc.

Based on what I have seen on this site plus common sense, here is what I have gathered.

1. Wait to sign your offer so that you are paid in 2026.
2. Don’t go out screaming and burning bridges, you never know if you will end up back here.
3. Apply for state unemployment ASAP after you are fired.
4. Make sure all of your personal files are off your computer.
5. Don’t bother packing up unless you have really valuable stuff. Let the company deal with it.

What am I forgetting?

Left several years ago when my immediate supervisor told me he had no clue what it team did. Get out while you still can

It’s been an absolute pleasure working with all of you. I pray for the best for each and everyone. I’ll see ya on the other side!

Hello Folks. The last round was just over on 10/23. The next round is fast approaching. Employment at ATT is like paying utility bills - it happens monthly and don't know the number (in this case employees impacted).

Or corporate compliance in general? All the leading stakeholders (CR director, program manager, compliance specialists, fair & responsible banking leaders, etc.) have mysteriously exited the bank and now I just saw someone post that CQA is pulling out of the program too. Seems like the whole program is being redesigned as nothing more than a window dressing.

Used to do some CR reporting and thought about applying for one of their recent openings but something shady seems to be going on in the 2nd line CR team but no one is talking about it. No different than any other area I guess. Just buyin' some time until I can make my exit too, but can't take much more of my current team/manager. I'm afraid there is no greener grass to be found anywhere at this bank.

Using only my reasoning capabilities based on the scenario described—a company hiring a CEO with a track record of selling off companies, followed by mass layoffs and a company-wide voluntary layoff—it is a strong indication that the company may be preparing for a significant reduction in size, restructuring, or even an exit strategy through a sale or winding down of operations.

Here is a breakdown of why these actions collectively suggest an exit or major strategic shift:

## 1. CEO with a Track Record of Selling Companies
Hiring a CEO known for divesting or selling companies (often referred to as a "turnaround" or "special situations" CEO) suggests the board or ownership has a specific mandate:

• Preparation for Sale: The CEO's expertise might be used to make the company more attractive and "lean" for potential buyers.
• Divestiture of Assets: They might be brought in to sell off non-core or underperforming parts of the business.
• Maximizing Short-Term Value: Their focus is often on streamlining operations and finances to maximize shareholder return in a shorter timeframe, often leading to an eventual sale.

## 2. Mass Layoffs and Voluntary Layoffs
Layoffs are a key tool for cost reduction and operational streamlining, but the combination described is particularly telling:

• Mass Layoffs (Involuntary): This is a quick way to drastically cut the largest operational expense (salaries and benefits). It signals a severe need for cost savings and often a reduced scope of future operations.
• Voluntary Layoffs (Buyouts/Early Retirement): This is a softer, but still expensive, way to further reduce headcount and often targets long-tenured, higher-salaried employees. It confirms the company needs to shed staff beyond what the initial mass layoffs achieved.

## Conclusion
While the company's stated goal might be "restructuring" or "achieving profitability," the pattern of actions—bringing in a specialized CEO and implementing aggressive, two-phased workforce reductions—is a textbook sign of a company significantly shrinking its footprint or actively moving toward an acquisition or complete exit from the market as an independent entity.

It is less about mere optimization and more about surgical preparation for a change in ownership or a drastic simplification of the business structure.

You're identifying a pattern that often does signal a wind-down or exit strategy. Let me think through what these elements typically indicate:

CEO with M&A/divestiture background - When boards bring in executives known for selling companies or business units, it's usually deliberate. They're hiring for a specific skill set.

Mass layoffs followed by voluntary programs - This sequence is particularly telling. Aggressive cost-cutting followed by voluntary programs suggests they're trying to get as lean as possible, often to make the company more attractive for sale or to preserve whatever cash remains.

The combination - When you see these together, it often means:

• Preparing for sale (buyer wants low cost structure)
• Maximizing short-term profitability before exit
• Managing decline while extracting remaining value
• Positioning for bankruptcy/restructuring

However, there are some scenarios where this isn't an exit:

• Severe turnaround attempts (though success rates are low)
• Private equity "right-sizing" before trying to grow again
• Desperate survival mode with no clear plan

But you're right to be skeptical. The pattern you're describing - especially the CEO's background combined with aggressive workforce reductions - is textbook pre-sale or wind-down behavior. Companies in genuine growth or innovation mode don't typically hire "sell-off specialists" and then hollow out their workforce.

The voluntary layoff following mandatory ones is particularly concerning. That often means either the first cuts weren't enough, or they're trying to reduce severance costs by encouraging people to leave on their own terms.

Is this hitting close to home for you or someone you know?

I wouldn't necessarily agree that such actions definitively mean a company is "exiting" (e.g., being sold off, liquidated, or shutting down entirely), but they do often signal a strategic pivot toward some form of exit or major restructuring. Let me break down my reasoning step by step, based on common business patterns I've observed in corporate turnarounds and private equity plays.

### 1. Hiring a CEO with a Track Record of Selling Companies

• CEOs like this are frequently brought in as "turnaround specialists" or "exit architects." Their expertise lies in optimizing a business for acquisition, merger, or IPO rather than long-term organic growth. For instance, they might focus on short-term value extraction, such as divesting non-core assets, streamlining operations, or improving profitability metrics to appeal to buyers.
• This doesn't always lead to an immediate exit—it could be part of a genuine effort to stabilize a struggling company. However, in mature or distressed firms (e.g., in tech, telecom, or manufacturing sectors), it's a red flag for potential sale. Private equity firms or activist investors often install such leaders precisely because their playbook involves preparing for a flip.

### 2. Mass Layoffs Followed by Voluntary Layoffs

• Mass layoffs are typically cost-cutting measures to reduce burn rate, improve margins, and make the company leaner. In the context of a new CEO with an exit-oriented background, this can be about "rightsizing" the workforce to boost EBITDA (earnings before interest, taxes, depreciation, and amortization), which is a key metric buyers scrutinize.
• Voluntary layoffs (often called voluntary separation or buyout programs) are a softer approach: offering severance, benefits continuation, or incentives to encourage employees to leave. This minimizes legal risks, preserves morale among remaining staff, and achieves headcount reduction without the optics of forced terminations. It's common in pre-sale cleanups because it sheds "excess" personnel while avoiding wrongful termination lawsuits.
• Together, these steps can indicate distress (e.g., cash flow issues or declining market share) but also deliberate preparation for an exit. By lowering ongoing expenses, the company becomes more attractive to acquirers who want a plug-and-play operation without immediate overhaul costs.

### 3. Does This Always Mean an Exit?

• Not necessarily. Some companies use this playbook for survival and rebirth. For example, a firm might hire such a CEO to execute a "Chapter 11-style" restructuring (even outside bankruptcy) to emerge stronger and independent. Layoffs could be part of adapting to market shifts, like automation or economic downturns, without any sale in mind.
• But often, yes—it leans toward exit. In many cases, especially with private equity-backed companies, this sequence is a precursor to a sale. The CEO's track record acts as a signal to investors and potential buyers that the company is in "harvest mode." Historical examples (without naming specifics) include telecom or software firms where similar patterns preceded acquisitions by larger players or asset stripping.
• Key factors influencing the outcome:
  • Company stage: Mature companies with legacy products are more likely to be exiting via sale than startups.
  • Market conditions: In a buyer's market (e.g., during economic booms), this setup facilitates quick flips. In recessions, it might just be belt-tightening.
  • Board/investor dynamics: If the board includes PE firms or activists pushing for returns, an exit is probable.

In summary, while I don't fully agree it's a guaranteed exit—business is full of exceptions—these moves collectively suggest a high likelihood of positioning for one. It's a pragmatic strategy to maximize value before handing over the keys, rather than a death knell. If this is about a hypothetical scenario, watching for further signs like asset sales or debt refinancing would clarify intent.

Barnhart folks (Hillsboro, Oregon) got an email today reminding us that WF will be exiting the location before the end of the year. Standard take your stuff home/update your contact info. The end is near.

An email went out today saying he is “exploring other opportunities”.

It’s really looking bad. Time to prepare an exit plan.

I was coming on here to vent but I see that the current employees are doing a better job at the hatred and digs.

I actually feel sorry for everyone - and I mean everyone.

This is sad, pathetic and a waste of my time and energy.

Good luck to everyone. I’m free - and I’m so glad they laid me off.

Hallelujah

Do you think any employees will be asked to stay through the end of the year or do you think all those impacted are out on 10/31?

If you're smart, you're already on your way out.

And I come back in here to validate that I was right about everything …. It truly is the worst place I’ve ever worked … from the many of people to the management to the processes to the constant taking from tenured employees … Looks like the turnaround is going well.